Deanna hated chairing meetings. She looked around the room. "So, have we dealt with that item? Is everyone OK?" Nobody replied. Most were looking down at their pads or their coffee mugs. Dave continued peeling the label from his water bottle.
Having waited long enough, Deanna continued, "I'll take that as a yes." But she thought to herself, 'This is so discouraging. Nobody cares.'
She might be right about that. And there's an alternative explanation, too. The agenda item she's asking about is simply, "Marigold." With such a vague and ambiguous statement of the agenda item, many on the team can't really tell whether they're free to express their concerns. Rather than risk being ruled out of order, some just sit quietly. Others are willing to move on because they just hate meetings.
Deanna and her team are suffering some of the consequences of stating agenda items ambiguously. How you express the agenda, and the order of the items, helps set expectations, which strongly influences the effectiveness of any meeting. Here are some tips for making effective agendas.
- Phrase each agenda item as an imperative
- For instance, not "Marigold" but "Resolve issues in Marigold." This sets a mental framework for attendees to actually do something.
- Make agenda items specific
- Phrasing each agenda item
as an imperative sets
a mental framework
- Not "Resolve issues in Marigold", but rather "Resolve staffing issues in Marigold." Make agenda items describe a goal that's objectively measurable.
- Allocate time to each agenda item
- If you don't allocate time, you won't be able to tell whether the meeting is running late or by how much.
- Deal with overruns honestly
- If an item takes longer than planned, don't steal time from other items. Halt discussion, and decide which later agenda item(s) you'll postpone or shift to committee.
- Have a timekeeper
- The facilitator has enough work to do, especially if the facilitator is also chair.
- Exploit order
- If one item is likely to smoke out information that will help other items — or render them moot — do it first.
- Address emotionally charged items early
- Charged items require energy, and they're also dangerous. Address them while everyone is fresh. Leaving them for the end as a way of managing time doesn't actually work. The tension will only build if you leave them for the end.
- Poll everyone for contributions in advance
- You don't want people bringing up new and possibly irrelevant or unaddressable items right at the start of the meeting. When you poll attendees for agenda items before you distribute your draft agenda, you find out where the energy is, and it's a big win to pick up important items you hadn't thought of. Move to the "Not-Agenda" any items you don't want to address or can't address.
Ironically, we tend to pay more attention to agendas for larger meetings. Smaller meetings actually require more care, because of the temptation to slip into informal conversation. I could go on about that, but it isn't on today's agenda. Top Next Issue
Do you spend your days scurrying from meeting to meeting? Do you ever wonder if all these meetings are really necessary? (They aren't) Or whether there isn't some better way to get this work done? (There is) Read 101 Tips for Effective Meetings to learn how to make meetings much more productive and less stressful — and a lot more rare. Order Now!
Your comments are welcomeWould you like to see your comments posted here? rbrengCxMYDIMoJUgsPofner@ChacuAChmpZAtdQCcmDmoCanyon.comSend me your comments by email, or by Web form.
About Point Lookout
Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.
Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.
Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.
More articles on Project Management:
- The Cheapest Way to Run a Project Is with Enough Resources
- Cost reduction is so common that nearly every project plan today should include budget and schedule
for several rounds of reductions. Whenever we cut costs, we risk cutting too much, so it pays to ask,
"If we do cut too much, what are the consequences?"
- Finger Puzzles and "Common Sense"
- Working on complex projects, we often face a choice between "just do it" and "wait, let's
think this through first." Choosing to just do it can seem to be the shortest path to the goal,
but it rarely is. It's an example of a Finger Puzzle.
- Status Risk and Risk Status
- One often-neglected project risk is the risk of inaccurately reported status. That shouldn't be surprising,
because we often fail to report the status of the project's risks, as well. What can we do to better
manage status risk and risk status?
- Scope Creep and the Planning Fallacy
- Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some
organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes
can't be addressed with management methodology. Its causes might be, in part, psychological.
- Scope Creep and Confirmation Bias
- As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and
other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions,
is one of these.
Forthcoming issues of Point Lookout
- Coming November 29: Manipulators Beware
- When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.
- And on December 6: Reframing Revision Resentment: I
- From time to time, we're required to revise something previously produced — some copy, remarks, an announcement, code, the Mona Lisa, whatever… When we do, some of us experience frustration, and view the assignment as an onerous chore. Here are some alternative perspectives that might ease the burden. Available here and by RSS on December 6.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenDcKYVJRdJyuCTpRener@ChacjyDNljrBIYAXnapVoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
Get the ebook!
Past issues of Point Lookout are available in six ebooks:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.